Making governance more strategic for stronger, sustainable growth

This ground-breaking book is an invaluable resource for understanding the challenges to long-term sustainable company growth. It shows that to break out of the destructive short-termism of the ‘growth curse’, governance must change, it has to become more strategic. And this means reimagining the role of boards. You will learn why and how boards need to be more proactive in safeguarding the future of the companies they serve on behalf of all stakeholders and not just the most vocal shareholders.

Developed into three parts, each section of this book outlines a comprehensive blueprint for achieving a more strategic form of governance. The first part identifies the early warning signs of short-termism setting in. The second part provides a framework for building an effective board and explores the processes for defining a long-term strategy. The final part delves into specific ways the board and executives should collaborate to achieve strategic renewal.

The book's practical insights and actionable steps will help you build stronger boards, better governance, effective collaborative leadership, robust strategy and ultimately corporate longevity.

"This is not a standard management book but a must-read for non-executives, CEOs and anyone involved in strategy. If you take the book's lessons to heart you will make fewer mistakes."

—Jeroen van der Veer, Former CEO of Shell and former Chairman of Philips and ING

“This book is a compelling invitation which will spark the collective imagination of boards; a “must read” to unlock the potential of boards whatever their sector, footprint or even ownership.”

—From the Foreword by Dame Jill Ader, senior adviser and former Chairwoman, Egon Zehnder

“This immensely thoughtful book drives home the challenges awaiting corporate boards that stay detached from their companies’ strategy-making. Doz and Wilson, who build their arguments around the now-ubiquitous “growth curse” problem confronting public companies, offer tangible suggestions for how boards and individual directors can step up their game as business strategists.”

—Donald C. Hambrick, Evan Pugh University Professor and Smeal Chaired Professor of Management, Smeal College of Business, The Pennsylvania State University

“A must-read for anyone interested in the interplay between boards and top management and the wicked challenge of sustaining growth. Laced with pertinent examples from their advisory experience Doz and Wilson show how Boards can play a critical role in helping firms shift from operational bottom-line efficiency to a strategic growth mindset and provide practical tools and guidance for doing so.”

—Philippe Haspeslagh, Professor and Honorary Dean Vlerick Business School